I study how organizations lose clients in their acquisition process.
My current focus is on solving client acquisition gaps with high-ticket products or services and long sales cycles:
- Help design orgs articulate their strategic value to executives while solving client acquisition problems and de-risking businesses in the wake of the AI takeover through the The Growth Signal Audit.
- Help healthcare organizations close the gap between the patients and clients they attract and the ones who commit to care, by diagnosing where qualified prospects drop off and building the systems that recover that revenue.
Brands I've worked with
Three interconnected problems.
One research-led system.
I've studied 200+ healthcare organizations to map where and why qualified patients and clients leave before committing to care. The patterns are consistent. The fixes are architectural, not tactical.
Learn moreA structured diagnostic that quantifies your organization's patient acquisition gaps, conversion losses, and AI integration opportunities, in a 15–20 page report and executive readout.
See the AuditNot a tool audit. A strategic assessment of where AI produces measurable business outcomes in patient communication, design team capacity, and operational efficiency.
My ApproachTwenty years inside.
Now outside it.
I spent 20 years in design and tech, at T-Mobile, at Wilmington Trust, across enterprise organizations, watching the same gap show up regardless of industry. Design teams doing real work with no architecture connecting it to business outcomes. The work includes a U.S. Utility Patent from T-Mobile.
This is a major gap across verticals. It isn't a design quality problem. It's a structural one: the system connecting design decisions to revenue, client acquisition, and business growth was never built. I lived that from the inside long enough to understand exactly why it persists and why it's nearly impossible to fix from within.
Now that I'm outside of it, I'm positioned to diagnose it without the political constraints that make internal advocacy so costly, and to advocate for design earning the structural role it needs to drive the outcomes being asked of it.
Two principles that shape every engagement.
AI is a force multiplier. Not a replacement.
The risk in business is not AI itself. It's organizations that use AI to cut the humans who hold the relational and ethical weight of care. I believe AI should make the people in the room significantly better at their work. The human drives the strategy and makes the judgement call because they bear the responsibility for the outcomes AI produces.
Read more on my approach →Loyalty is the operating principle.
Loyalty means I tell you what's true even when it costs me the engagement or future work. The scope I agree to is the scope I protect. The findings I deliver are what the data shows, not what would make you more likely to hire me next.
Read more on my approach →The Audit is the fastest
path to clarity.
A 30-minute diagnostic conversation to determine fit. No pitch. No deck. Just the right conversation about what your organization is navigating.